Methods to Create New Products, Services and Business Models

2019 ◽  
pp. 175-193
Author(s):  
Ralf T. Kreutzer
Keyword(s):  
Business Models ◽  
New Products

BUSINESS MODEL AS KEY TO COMMERCIAL SUCCESS

2021 ◽  
Vol 3 (10) ◽  
pp. 97-105
Author(s):  
S. A. Filin ◽  
◽  
K. A. Kholoptseva ◽  
Keyword(s):  
Business Model ◽  
Business Models ◽  
Business Processes ◽  
New Products ◽  
Business Development ◽  
Point Of View ◽  
Commercial Success ◽  
Modern Business ◽  
Grouping Study ◽  
Current Stage

The purpose of the article is to propose a recommendation on the formation of a business model effective in modern conditions. Methods of system and factor analysis, economic and mathematical modeling, grouping, study and synthesis of information and assessment were applied. The essence and content of modern business models were analyzed from the point of view of achieving the commercial success of the organization, including using the example of Tinkoff JSC. It was concluded that the success of the organization at the current stage of business development depends on the development and implementation of new products and processes in the production and management of the organization. In the field of management, this idea is manifested in different forms of organizing business processes, for example, in business groups, business models.

A Dynamic Vision of Value Chains

2015 ◽  
pp. 156-182
Keyword(s):  
Business Model ◽  
Business Models ◽  
New Products ◽  
Business Environment ◽  
Value Chains ◽  
Contemporary Debate ◽  
Digital Revolution ◽  
Dynamic Vision ◽  
Ict Industry

The Business Model (BM) notion has become popular because of a business environment shaped by ICT and globalization and characterized by an increasing complexity and uncertainty. Innovative ICT industry coupled with ever-growing products, services, and applications have placed business models at the heart of the new digital revolution. In this chapter, the authors examine how the concept has been applied in the field of ICT and is used in contemporary debate. These new BMs are based on new forms of organization and/or on new products and services offerings. The BM concept has attracted attention both from practitioners and academics. The concept has received wide recognition; yet in practice, it is a new and evolving concept. It has inspired numerous researchers and academics and has given rise to different interpretations, one around which there is not always a perfect consensus. However, despite its wide use, the notion of the business model has become more complex.

scholarly journals Managers Fail to Innovate and Academics Fail to Explain How

2018 ◽  
Vol 14 (1) ◽  
pp. 229-239 ◽  
Author(s):  
Deborah Dougherty
Keyword(s):  
Emerging Economies ◽  
Climate Changes ◽  
Business Models ◽  
Business Processes ◽  
New Products ◽  
Grand Challenge ◽  
Social Changes ◽  
Development Processes ◽  
Investor Returns ◽  
Over Time

I am stunned by the failure of so many organizations to create the capability for generating streams of new products and services over time. Organizations capable of ongoing innovation can create more profits, more value, more employment, more growth, and more adaptability to transformations in technologies and markets (BCG study of investor returns). Generating streams of innovation is even more important now, especially for organizations in emerging economies, because industrial transformations and global grand challenges (Ferraro, Etzion, & Gehman, 2015) demand continuous innovations in products, programs, business processes, and strategies. For example, digitalization is transforming business models from vertical industrial silos such as consumer goods, materials, or financials to horizontal platforms that orchestrate networks, create technologies, and provide services (think Amazon, Alibaba). New markets and technologies emerge unpredictably but will produce major economic and social changes. Emerging economies more directly face grand challenge complexities of poverty, water scarcity, inequality, and climate changes. Innovations in emerging economy organizations are also very complex, since they often include innovations in sales, distribution, and business models along with rigorous product design and development processes.

Bookselling

2019 ◽  
pp. 397-408
Author(s):  
Niels Peter Thomas
Keyword(s):  
Technological Innovation ◽  
Business Models ◽  
New Products ◽  
Stable System ◽  
New Business ◽  
The Creation ◽  
Changing Demographics ◽  
New Business Models

Booksellers have always been vital to the publishing mix, making or breaking books’ success, but bookselling is now very much in transition. Coming from a stable system of wholesale and retail, we have seen the rise of chain bookstores, followed by the creation of the world’s largest and most powerful bookshop—Amazon.com. Entirely new business models for all book formats have emerged in the last decade, as well as new products and services consisting of books and related media. Bookselling remains in many countries a highly regulated business, but will see further change due to dependencies between the different book business models, technological innovation, the continuing competition with related industries, and a changing demographics of book buyers.

Reverse use of customer data: implications for service-based business models

2014 ◽  
Vol 28 (7) ◽  
pp. 529-537 ◽  
Author(s):  
Hannu Saarijärvi ◽  
Christian Grönroos ◽  
Hannu Kuusela
Keyword(s):  
Value Creation ◽  
Customer Value ◽  
Design Methodology ◽  
Business Models ◽  
New Products ◽  
Content Type ◽  
Customer Data ◽  
Dominant Logic ◽  
Data Usage ◽  
External Customer

Purpose – The purpose of this study is to explore and analyze the implications of reverse use of customer data for service-based business models. In their quest for competitive advantage, firms traditionally use customer data as resources to redesign and develop new products and services or identify the most profitable customers. However, in the shift from a goods-dominant logic toward customer value creation, the potential of customer data for the benefit of the customer, not just the firm, is an emerging, underexplored area of research. Design/methodology/approach – Business model criteria and three service examples combine to uncover the implications of reverse use of customer data for service-based business models. Findings – Implications of reverse use of customer data for service-based business models are identified and explored. Through reverse use of customer data, a firm can provide customers with additional resources and support customers’ value-creating processes. Accordingly, the firm can move beyond traditional exchanges, take a broader role in supporting customers’ value creation and diversify the value created by the customer through resource integration. The attention shifts from internal to external customer data usage; customer data transform from the firm’s resource to the customer’s, which facilitates the firm’s shift from selling goods to supporting customers’ value creation. Originality/value – Reverse use of customer data represent a new emerging research phenomenon; their implications for service-based business models have not been explored.

scholarly journals Regulatory Experimentation in Energy: Three Pioneer Countries and Lessons for the Green Transition

2021 ◽  
Vol 1 (1) ◽  
Author(s):  
Tim Schittekatte ◽  
Leonardo Meeus ◽  
Tooraj Jamasb ◽  
Manuel Llorca
Keyword(s):  
Great Britain ◽  
The Netherlands ◽  
Business Models ◽  
New Products ◽  
Real Life ◽  
Energy Sector ◽  
European Level ◽  
Life Testing ◽  
Look Ahead ◽  
Six Dimensions

Regulation cannot always move as fast as innovation. Regulatory experiments enable real-life testing of new products, services or business models by allowing derogations from existing rules while maintaining the protection of energy consumers. The outcomes of these experiments inform future regulation. In this chapter, we discuss the experiences with regulatory experimentation in the energy sector of three pioneering countries: the Netherlands, Great Britain and Italy. We compare the implementations along six dimensions: eligible project promoters, scope of the derogations, length of the derogations, administration of the experiments, funding, and transparency. We also describe how the early approaches have evolved in these countries. Finally, we look ahead and discuss how learnings can be applied to enable experimentation at the European level involving technologies that are expected to become important to enable the green transition.

scholarly journals Financial sector evolution and competencies development in the context of information and communication technologies

2020 ◽  
Author(s):  
Ilja Arefjevs ◽  
◽  
Aivars Spilbergs ◽  
Andris Natrins ◽  
Atis Verdenhofs ◽  
...  
Keyword(s):  
Information And Communication Technologies ◽  
Business Model ◽  
Business Models ◽  
Business Processes ◽  
New Products ◽  
Communication Technologies ◽  
Financial Sector ◽  
New Business ◽  
Information And Communication ◽  
Competencies Development

The development of information and communication technologies (ICT) has a significant impact on the business model of companies operating in the financial sector. Digital transformation leads to changing existing business model rapidly, as well as necessity of developing new processes specifically related to the use of ICT in business processes, development of new products and updating existing ones. At present, changes in the demand for ICT related processes in financial sector are observed both through the development of different technologies and their applications core or ancillary processes (e.g. innovations in payment systems including crypto currencies, blockchain-assisted smart contract, credit markets and insurance including peer-to-peer lending). Based on the opportunities offered by ICT, new business models need to be developed in the financial sector to transform these capabilities into new products and services that respond to changing customer demand. The aim of research to investigate the changes taking place in financial sector in the light of developments in ICT for acquisition of necessary competencies. Research methodology includes systematic review of scientific literature, analysis of selected financial sector statistics, semi-structured industry expert interviews and statistics analysis. The empirical study is limited to the financial sector of Latvia. Although due to the global nature of the financial sector the research findings could be applied internationally.

scholarly journals Assessing the impact of design on the development of digital services

2020 ◽  
Vol 27 (4) ◽  
Author(s):  
Gabriel Santos Garbulho ◽  
André Leme Fleury ◽  
Eduardo Camillo Kasparevicis Ferreira
Keyword(s):  
Business Models ◽  
New Technologies ◽  
Emerging Technologies ◽  
New Products ◽  
Production Costs ◽  
Organizational Strategy ◽  
Emotional Needs ◽  
Digital Services ◽  
Design Activities ◽  
The Impact

Abstract This paper analyzes how design diffusion is changing the organizational logics of established companies. If previously design activities had as its main objective packaging new technologies to create differentials for products and services and to reduce production costs, with the diffusion of digital services currently design activities expand its scope and identify functional and emotional needs from users that are relevant for creating differentiated experiences, that in turn will result in new products and services that incorporate existing and emerging technologies of the firm. This transformation reveals a new organizational strategy, in which design assumes a more relevant position for the creation of innovative business models. However, a point not yet considered in the literature is how companies are restructuring their operations in order to benefit from this transition. This paper analyzes how Brazilian organizations of different sizes and sectors have redefined their management models in order to incorporate design as a catalyst of change. The obtained framework consolidates the main propositions of design while directing of the changes in the organizations in the operational, tactical and strategic levels.

Recommendations to Enhance Communication With Users Through Prototypes and to Assist Open Innovation

2019 ◽  
pp. 147-167
Author(s):  
Thiago Bertolini dos Santos ◽  
Luiza de Castro Olivan ◽  
Luísa Cagica Carvalho ◽  
Lílian Neto Aguiar Ricz ◽  
Janaina Mascarenhas Hornos da Costa
Keyword(s):  
Open Innovation ◽  
Business Models ◽  
New Products ◽  
Innovation Process ◽  
New Business ◽  
Market Needs ◽  
New Business Models

Innovation has been increasingly becoming a major competitive differential for companies. However, innovation alone is not enough. Innovations encompass new products to new business models, but they need well-defined strategies to deliver value according to the market needs and to be well accepted. Innovations looking at differentials for the users should consider their problems, including products and services, so that they can promote solutions to meet the users' expectations. Therefore, the involvement of stakeholders in the innovation process who are beyond the organisation's frontiers, such as users, is important as it allows the inclusion of new abilities, resources, and knowledge in the process of development.

Sign in / Sign up

Export Citation Format

Share Document